| Harvard Business Review recently published the | | | | culture --meritocracy and transparency, plus a |
| result and analysis of an eight-month research | | | | follow-through on promises made upon hiring |
| project that involved interviewing dozens of | | | | --completes the package that attracts and retains |
| executives and collecting data from more than 20 | | | | these high-potential employees. |
| global companies to study the war for talent | | | | A thorough analysis of the study done suggests |
| recruitment and retention. Leading business | | | | that these four elements can be united under two |
| thinkers Douglas Ready, Linda Hill and Jay Conger | | | | guiding principles: promises made and promises |
| spill it off on an article titled "Winning the Race for | | | | kept. "Promises made" are the combination of |
| Talent in Emerging Markets." | | | | brand, opportunity and purpose while "promises |
| This new research shows that attracting and | | | | kept" are the employees' day to day experiences |
| retaining the best talents/employees in the | | | | within an organization's culture. Though employees |
| emerging markets involves four elements: brand, | | | | don't necessarily value the same thing, both |
| opportunity, purpose and culture. | | | | principles definitely affect any quest for talent. |
| A strong lure of brand attracts talents because a | | | | Most companies continue to believe that a big |
| desirable affiliation and a reputation for excellence | | | | salary and a name brand will suffice to meet the |
| may lead to personal advancement. On the same | | | | talent's needs, but a local company that creates |
| hand, they view opportunity as either an | | | | genuine opportunities and exhibits desirable cultural |
| accelerated career track to senior position or a | | | | conditions will often win out over a Western |
| lateral move which matches their skills and | | | | multinational that offers bigger paycheck, the |
| experience with the growth in the markets. | | | | study divulges. |
| Challenging work, continual training and | | | | Many of the companies included in the study have |
| development, and competitive pay are also part | | | | experienced extraordinary attrition rate. It can be |
| of the pot of opportunity that they seek. They | | | | attributed to the fact that in a competitive |
| are likewise attracted to companies "where they | | | | market the tendency is for companies to |
| can be part of redefining their nation and the | | | | "over-promise" just to get people in the door. |
| world economy," the study further reveals. They | | | | However, failure to deliver the promises sparks |
| wanted to be part of a company which has a | | | | the quest for other companies that offer greater |
| strong guiding purpose. And lastly, a company's | | | | rewards. |